The task is to deliver compelling results with a style that establishes one´s leadership profile.
This requires transparent and convincing logical steps aligning the thinking of everyone involved towards clear goals. Additionally you need to orchestrate individuals and units in a productive pattern of interaction, which has the ability to manage the potential conflicts arising with decisions.
As a manager, you can go on your own, relying on knowledge that you assembled in your career and building on the experience you gained with past assignments.
Or you can involve a Pro who can support you in realizing your vision based on your performance profile. The Pro supports you to enable your associates to reach the results you are targeting. The Pro provides additional knowledge and tools and shares his implicit wisdom. The Pro will combine guidance, suggestions, ideas, perspectives and instruction and partner with you in roles of guide, co-pilot or sherpa. The Result Coach stays in the background, strengthening your position in the arena. The outcome is success of the task and a higher level of personal competency.
Offering: A first discussion with an HLP Result Coach to determine an approach to your situation and to assess the expected contribution. You will get a first sketch of a “pacebook” on how you can proceed.
The description of future competitive advantage. Mechanisms and reasons for existing strategy. Customer requirements according to a future ecology scenario. Vision of digitalized processes. Gap analysis. Configuration of advantage in products and services, core competencies, processes, and organizational edge. Creating a strategy process that builds engagement for value add realization. Metrics of short and mid-term success.
Defining the indispensable contribution to company strategy. Enhancing business processes. Professional service organization identity and mind set. Service plus governance, not servile. Working for customer processes, and anticipating future needs. Opportunity of digitalization and AI. Knowing the competition. Competitive advantage for focus areas of service, superior impact, speed, quality, efficiency of professional processes. Aligning and structuring the service unit. Lead of cross functional collaboration. Developing service professionals. Function change leadership.
See the future, invent solutions, plan, and decide, track and improve results. Learn and focus. Every meeting as part of an ongoing management process. A platform to cultivate management capability. Move towards goals with the team. Being conscious of common goals and accepting differences. Using perspectives productively. Self-awareness during the moves of the game. Assessing management performance in multiple dimensions. Driving the culture. Effective motion trumps procedure, passing beats coordination. Synchronize in action. Set the field for management work-out, train each other. Replicate success.
Framing the task. Clear problem statement. Comprehensive map of arguments and facts. Designing creative solutions. Fruitful debate using transparent criteria. Step from logic assessment to energetic resolution. Anticipate and reign in biases. Build engagement for realization. Imbed decision technology in the management process.
Understanding the current and future development cycle. Deduction of development goals from future strategic scenarios. Defining a product and test specification. Defining a user profile. Functional matrix based on importance, timing and cost. Re-use of components and functionality. Focused reviews and review hierarchy. Flexible framework of roles. Simultaneous work on multiple topics. Decisions on the lowest possible competent level. Focused communication cross all levels. Balance between highly flexible agile approaches and highly regimented approaches based on industry specifics.
Seeing hidden potential. Understanding the organizational mechanisms of high performance. Defining result areas. Setting goals for outcomes, not just activities. Define horizons 1 – 3. Challenge status quo. Nurture expectations. Create result orientation of everyone involved. Deal with the unconcerned experts, staff people, advisors and silo-owners. Recruit and autonomize teams. Provide space for moving outside the rules, but emphasize sustainability of any action. Tracking of success as learning process. Include the top management in the learning process.
Understand the potential beyond digitalization projects. Set purpose and goals of processes. Augment ambition and self-confidence of those involved. Create visibility of opportunities for success. Drive for replicable solutions. Use beta stage reasonably. Let process members suggest goals for improvements. Pull of objectives more than push of methods. Simplicity of tools. Let speed drive quality. Aim for breakthroughs. Mutual responsibility for change. Encourage agile behavior. Autonomy for momentum. High frequency loops of success. Management sponsors to orchestrate interaction of functions. Go from agile to sound.
Specific meetings that make a difference. Designing the architecture. Frame meetings as part of an overall process. Position a leadership brand. Drive purpose. Define guiding principles. Practice instead of decree. Identify the tensions, harvest their energy. Productive, powerful debate. Responsibility through suggestions. New level of goal orientation and engagement. Alignment from execution to realization. Connecting units and individuals. Create a space of peers. Have solidarity emerge. Prototype new management processes. Metrics for progress. Framework of downstream decisions.
Expected results are the rationale for change. New behaviors as success factors, not as purpose. Use viable existing patterns. Recognize the change anxiety. Understand peoples´ fear-benefit trade-off. Underlying mechanisms of immobilizing change. Building new routines. Use the energy of resistance. Value creating business initiatives that need new behaviors. New experience of being successful. New competence as change motivator. Alter patterns through result focused practices. Exercise like for a game. Joy of playing and winning. Practicing as a concept for change. Imbed change in the management process.
Become effective quickly. Investigate how the organization works. Look for systemic mechanisms and triggers. Identify potential traps. Productively deploy your profile of strengths. Use strategic journaling. Build dialogue. Look for those different from you. Define the leadership brand. Spaces and media to position leadership. Conveying a sense of security and insecurity. Dare responsibility. Define horizons of results 1 – 3. Visualize your network. Let others be successful.
Real business tasks and rapid results with clear outcome are the platform to develop agile, result-focused skills, behaviour and methods. Every cource leads to business results.